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Enterprise Architects and CIOs are having a really hard time out there. Business and industry perceptions The biggest complaints? IT costs too much. It takes too long to deliver benefits or doesn't deliver them at all. IT is a commodity that fails to deliver differentiation. It doesn't line up with business strategy. Project failures Failures Macdonalds 170 M$ FBI: 581 M$ FEMA: 100 M$

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The choice of EA framework(s) is a major issue I’m frequently asked “is it the right one” “will it work” Tendency for organisations to see an EA framework as a solution, not as a decision to start a dialogue

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Enterprise architects are increasingly bewildered by the number of vying frameworks

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Organisations look to EA and Architects for many benefits And Many Many More……. Justification becomes the focus of much activity

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Many frameworks fail to deliver business benefits or resonate with the organsiation Seem to work at the wrong level Lack of business focus Lack of commercialism Lots of Technology stuff An Architecture is not an IT Strategy Ramp up and Lead times too long for initial benefits IT people doing Business Generally summarised as a “communication problem”

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How? – Review current EA practice in a business perspective and apply it to our organisations Understand the organisational problems which lead to EA Review how EA frameworks have matured and their weaknesses Be able to critically assess the business efficacy of a framework. Practical Application

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Complex technology Stacks Complexity was daunting There is no one single point of discontinuity where EA complexity problems surface Employee size Number of systems Number of technologies Diversity of geographies Many organisations have been paralysed by the complexity of the business & technology and the rate of change in business & technology. Increase in IT intensity - drove increase in IT estate leading to chaotic and overly complex solutions

13
Keeping control over IT was increasingly difficult They [CxOs] seem to want some overarching framework within which the various aspects of decision making and development are considered. MBAs tend to teach very few IT strategy/Architecture models Business leaders unable to understand in a non technical fashion what IT is in place and how it can be exploited

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Trust between Business partners and IT became increasingly fraught As organisations grew (eg Customer base, product reach and feature set) the complex interplay between business strategy, decision making and IT came increasingly to the fore “This is the golden bullet”

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How did EA maturity become so difficult? It is amazing for such a top-down strategic discipline that it failed to galvanise Zachman’s thinking. Why? Tremendous enthusiasm for EA resulted in the rapid emergence of Dozens of Frameworks Exploited the IT mind set (iteration, recursion, OODA) Exhibiting rapid Darwinism Key personnel occupied on the problem for protracted periods

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Organisational and cultural maturity models may give us a better clue if an approach will work Power Distance Embodies: Stakeholder scope Level of concerns Hierarchy Alignment Frustration Scope of language If IT matures like cultures then we should be able to predict what we need for the future Me │ Family │ Wider Family │ Clan │ State

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L4 - Stakeholder L3 - Organisation L2 - IT Summary of EA Maturity L1 -System An Enterprise Architecture is a description of the goals of an organization, how those goals are realized by business processes, and how those business processes can be better served through technology. Reducing divisions Focus of effort on the point of intersection – NOT the whole scope of the box

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L4 - Stakeholder L3 - Organisation L2 - IT EA Maturity is about building on previous Architectural activity not reinventing it L1 -System Look for frameworks which have a Low power distance Information focus is at the same scope Reach back to previous models